NBK Group HR has played a key role in the implementation of the bank’s digital agenda

KUWAIT: In 2021, the human resources of the National Bank of Kuwait (NBK) group played a key and pivotal role in the implementation of the NBK’s strategic objectives amid the health, economic and social challenges imposed by the COVID pandemic. -19. The group supported NBK’s digital transformation program by implementing a cutting-edge training program promoting digital culture throughout the Group.

The group also continued to support employee development and training by improving its digital training infrastructure, following global best practices to increase employee efficiency. This approach is clearly reflected in the quality of NBK’s services and products, while leading to increased customer satisfaction.

In 2021, the Human Resources Group’s strategy was to support government initiatives as well as the well-being of the community by strengthening the immunization program to accelerate social and economic recovery. In addition, the Group continued its strategy of acquiring, hiring and retaining professional talents as part of the bank’s plan to strengthen its leadership position as the largest national employer of labor. he works in the private sector in Kuwait.

Training courses

The training and development department has continued to actively develop its training infrastructure on all platforms by introducing the latest technologies and the most advanced interactive digital tools, in cooperation with the most prestigious institutions and universities in the world. Today, NBK has one of the latest digital infrastructure platforms and a unique training and development system, in line with international best practices.

The group continued to develop the bank’s electronic training system into an integrated digital platform with improved accessibility, through which we can offer a wide range of training programs, that is, offer programs Induction training for new recruits, meeting regulatory requirements stipulated by the Central Bank of Kuwait (CBK) and developing basic professional skills. This shows that the NBK training experience goes far beyond being a vehicle for testing and assessing knowledge.
The training and development department has also changed its strategy to adopt “Continuous Learning” or lifelong development, which is still applied at the group level, fostering a culture that supports the personal growth of employees and appreciates the value of their long-term career path. In addition, we constantly invest in enhancing the talents and skills of our employees to maintain our sustainable growth.

We are proud to offer equal opportunities to all NBK employees by offering them the opportunity to participate in training programs designed according to the assessment of the individual needs of each employee in all departments. NBK is also committed to developing the academic and professional skills of its employees to take on managerial positions in the future. As part of the Group’s overall strategy to improve the learning experience for employees, the Training and Development department continuously strives to take advantage of new technologies to make e-learning more attractive and highly effective for all NBK employees, also offers more than 3,500 training opportunities for bank employees during the year 2021.

This year, 137 trainees participated in the “Yalla Watani” training program designed to develop and train new employees, in addition to the participation of 157 employees in the induction program in various departments. These programs were offered through virtual and e-learning platforms.

During the year, NBK delivered 58 training courses to 1,272 participants on various topics related to the development of personal and behavioral skills. The program was offered to new employees as well as to managers, in accordance with the bank’s annual plan. In addition, 132 trainees participated in the middle management program through the host company’s virtual and e-learning platforms, as well as through remote interaction with the trainers to develop their professional skills and hone their talents over a wide range. range of diverse topics including, but not limited to: administrative skills, adaptive leadership, change management, effective communication skills and improving leadership flexibility.

NBK also offered a specialized training program for employees in trade finance in cooperation with Euromoney. NBK also offered “Moody’s Credit Curriculum Program”, for beginners and intermediate level trainees, a collaboration between NBK and the international credit rating agency Moody’s. In addition, NBK launched the “Data Analytics Academy” program, in partnership with SAS, with the aim of imparting the required skills to its employees, in addition to organizing a workshop on data analysis through preparation and visualization. Table data and organize a training program for the funds. Transfer service employees to the ISO 20022 standard for financial and payment messages.

Talent development

NBK’s human capital development strategy is placed at the heart of its strategic plans because work efficiency guarantees the quality of all types of banking services provided in the different markets in which it operates. NBK invests heavily in its employees, seeing them as its most valuable resource, offering the best training programs and workshops to improve their skills in the areas of leadership, strategy implementation, change management and management. innovation to keep pace with rapid developments in the banking industry.

In 2021, NBK celebrated the graduation of two new groups of interns who successfully passed the selection criteria qualifying them to join this intensive program specially designed for Kuwaiti university graduates.

The NBK Academy program, launched 13 years ago, supports NBK’s strategy to attract and recruit national executives, developing and qualifying new Kuwaiti graduates to begin their careers in banking.

The bank is also keen to offer a series of training courses and conferences, being one of the leading banking institutions in Kuwait in organizing training programs for its employees. One of the main points of interest was leadership and teamwork. The conference, which witnessed a remarkable interaction and attended by 220 bank employees, focused on the importance of leadership skills in clarifying the definition of team goals and achievement desired results, as well as delegating responsibility to team members while providing the appropriate level of support, in addition to using good planning to focus on top priorities in order to improve their effective roles in their organizations .

Commitment to Kuwaitization

NBK has continued to fulfill its historic role and social responsibility by attracting and recruiting national talent. Around 340 Kuwaitis were hired in 2021, of which 44.4% were women, as NBK continues to uphold its commitment to gender equality. Additionally, women made up 45.6 percent of NBK’s workforce. The Group has also worked to promote the empowerment of women by providing advice and presenting career development opportunities.

NBK participated in the Ring the Bell event, organized by UN Women and in cooperation with the Supreme Planning and Development Council (SCPD) and Boursa Kuwait to promote the empowerment of women in various fields. NBK is Kuwait’s largest private sector employer of domestic labor with a Kuwaitization rate of 74.3 percent. The bank also has a strategy to attract, hire and retain national talents, in addition to developing their skills to prepare the leaders of tomorrow. Emphasizing its concern to support young people and to qualify them to build a career path, NBK participated in four job fairs to provide informative and enlightening services to help young people looking for employment opportunities in the private sector to make appropriate career decisions.

Reflecting the success of NBK’s human capital management plans, the bank enjoys the highest retention rates of Kuwaiti employees. Group Human Resources published 97 internal job offers in various departments and 183 employees were transferred to new positions, allowing them to pursue a new career.

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